This paper is based on a longitudinal case study of a Brazilian multinational company which has changed its way of organizing work processes by implementing a highperformance work system (HPWS). The article argues that, as the firm attempts to improve its internal processes, it requires access to internal and external resources, as well as the expertise that may increase and support this change. However, when these resources are not easily found locally, the firm needs to pool and recombine different sources of expertise to succeed in its efforts. At this stage, the balance of power between different organizational actors starts to shift towards greater mutual dependence, thus reducing power imbalances.

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The present article investigates changes over time in the patterns of co-decisionmaking in a Danish multinational company which has grown through cross-border mergers and acquisitions. The findings show the difficulties that trade union representatives face when firms try to introduce a governance regime based on shareholder value ideology. The article argues that hybrid forms of governance are unlikely to develop due to historically embedded governance institutions, which create distinct expectations about how a firm must be governed and who has the right to participate in this governance. The spread of the Anglo-Saxon model of governance in Europe is likely to have negative effects on co-decision-making processes and established patterns of organizational cooperation.

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The analysis in this paper concerns how national institutions impact the implementation of occupational healthy and safety management systems (OHSMS) in different types of market economies. The main objective is to show how variation in national institutional frameworks influences the implementation of OHSMS, and thus, relative performance. There are two main conclusions. First, dominating organisational templates and co-operative industrial relations structures allow firms from coordinated market economies (CME) to more effectively implement OHSMS than those from liberal market economies (LME) which are embedded in adversarial industrial relations. Secondly, due to differences in the institutional framework among countries, the mechanisms of enforcement for OHSMS need to be designed in different ways. The article contributes to the literature by showing that the implementation and functioning of OHSMS are mediated by the different institutional logics in which firms are embedded.